Management Thought and Practice End Term: Undated, Set AN (undated)

Initially known for manufacturing watches, a company broadened its definition of business beyond its existing product. Instead of focusing only on watch manufacturing, it identified broader customer needs such as fashion, status, and gifting. This enabled the company to diversify into new product categories, including jewelry and eyewear.
According to Derek Abell’s Framework, which dimension did the organization redefine to expand into jewelry?

For an airline, maintaining a low-cost structure is a core goal. The company has identified "aircraft turnaround speed" as a Critical Success Factor (CSF)—an essential area in which performance must be sustained for the business to remain profitable. To track performance on this factor, management monitors the "average minutes spent at the gate" for every flight.
In this scenario, "average minutes spent at the gate" serves as a:

A company originally relied on third-party couriers for all deliveries. However, relying on external markets created high transaction costs, such as the effort needed to negotiate contracts, monitor quality, and handle delays. To solve this, firm internalized its logistics by building its own delivery fleet and warehouses, replacing market transactions with managerial authority.
According to Ronald Coase, a firm discussed above exists because: